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AJAY SOLKHE Assistant Professor, University School of Managememnt, Kurukshetra University Kurukshetra Email: ajay_solkhe@rediffmail.com, asolkhe@kuk.ac.in DR. NIRMALA CHAUDHARY Associate Professor, University School of Managememnt, Kurukshetra University Kurukshetra Email: nirmalakuk@yahoo.com ABSTRACT HRD climate helps the employees to acquire required competencies that would enable them to execute their present or future expected roles and aids in developing their capabilities for better Organizational Performance. Though the measures of Organizational Performance are many ranging from financial to behavioural ones, but researcher has focused only on single measure i.e. Job Satisfaction because of dearth in amount of studies exploring this relationship. The present paper attempts to analyse and determine the relationship, further the impact of HRD Climate, OCTAPACE Culture on Job Satisfaction as an Organizational Performance measure in the selected public sector enterprise. The study is based on the responses sought from 71 executives from various departments and different hierarchical levels of a public sector undertaking located in North India. The questionnaires relating to the HRD Climate (Rao and Abraham,1985) and Job Satisfaction (Daftuar,C.N,1997) was administered to the sample population and the findings indicate that HRD Climate has a definite impact on Job Satisfaction which in turn leads to the increased organizational performance.
Keywords: Human Resource Developmental Climate (HRDC), General Climate, OCTAPACE Culture, HRD Mechanisms, Job Satisfaction (JS), Organizational Performance (OP).
OCTAPAC values in the banks was perceived at a moderate level. Pooja Purang (2007) in a
This indicates a very high internal consistency, based on average inter-item correlation. Statistical Measures To analyse the results, various statistical measures such as Mean, Standard Deviation, Correlation and Regression analysis were performed through SPSS 18 and MS Excel 2007. ANALYSIS HRD Climate The item wise mean scores of the total sample of 71 executives are presented in the table 1. Since the questionnaire used 5 point scale, average mean score of 3 around indicate a moderate tendency on that dimension. Scores around 4 indicate a fairly good degree of existence. Here the overall score was 3.25 which indicate the existence of a just above average degree of HRD Climate. Examining the three major components of HRD Climate i.e. General Climate, HRD Mechanisms and OCTAPAC Culture the results indicates: Among the General Climate Dimensions the mean score for Item No.9 (3.78), 10 (3.71) and 8 (3.53) was found to be higher than other items which indicates that employees in this organization helpful to each other and are very informal and do not hesitate to discuss their personal problems with their supervisors and senior managers in this organization believe that employee behaviour can be changed and people can be developed at any stage of their life.
(JS*OCTAPAC Culture) respectively. This proves that HRD Climate is a contributing/influencing factor to increase the level of job satisfaction of the employees. Impact of Climate on Job Satisfaction Regression analysis was performed to explain the impact of HRD Climate on job satisfaction i.e. the amount of association. F Value of 111.56 which is significant at 5% level of significance proves that the regression model is valid. (Table 4).The individual impact of HRD Climate dimensions on satisfaction cannot be interpreted in this analysis because of the existence of multi-collinearity and high inter-item correlation, which may distract the results. But however it can be said that job satisfaction is very much influenced by General Climate, HRD Mechanisms
25. Srimannarayana M., (2001) Human Resource Development Climate in a Software Organization, HRD Newsletter,Vol. 2 Issue 3 pp.6-14 26. Tanuja Aggarwala,(2002) Innovative HR Practices and Human Resource Development Climate : a comparison of automobile and IT Industries. Udai Pareek,Osman-Gani Ramnarayan and T.V.Rao(Ed) HRD in Asia, Oxford &I.B.H,New Delhi,pp.3-10. 27. Venkataratnam, C.S..(1999) (ed.) HRD for Adjustment at the Enterprise Level, Participants Manual, ILO. 28. Verma, Madhurendra K. (2000) Nurturing Change Through Your Human Assets, Sage India.
13
2.9577
1.12677
18
HRD Mechanisms
14 15 16
17
3.2535
1.03811
19
3.1268
1.19439
20
3.4930
.96914
21 22 23
24
3.4366
1.10496
25
3.2958
.99131
26
3.3380
1.09471
37 38 27 28 29 30
OCTAPAC Culture
31 32 33 34 35 36
Table 2: Mean and Standard Deviation Results of 19 Item Daftuars Scale responded by 71 managers of a Public Sector Enterprise Items My job provides adequate opportunities to do different things from JS1 time to time. My job provides adequate opportunities to be some body in the JS2 community. JS3 My supervisor is quite competent in making decisions. JS4 My Job provides for stable employment in suitable ways.
Job Satisfaction Mean 3.7606 3.4085 3.4648 3.6901 S.D. .86956 .80316 .99758 .97967
JS5 JS6 JS7 JS8 JS9 JS10 JS11 JS12 JS13 JS14 JS15 JS16 JS17 JS18 JS19
3.7042 1.03364 2.3662 3.0423 2.9155 3.3803 3.4789 3.2113 3.2817 2.8451 3.2394 3.3521 3.3803 1.09856 .93253 1.06565 .86794 .90805 1.06792 .92864 .98049 .94815 1.04333 .93145
Table 3: Correlation Results between Job Satisfaction and HRD Climate, its Components (General Climate, OCTAPAC Culture and HRD Mechanisms) HRDC 1 JS .786** .000 71 1 GC .887** .000 71 .734** .000 71 1 HRDM .912** .000 71 .693** .000 71 .664** .000 71 1 OC .901** .000 71 .695** .000 71 .729** .000 71 .763** .000 71 1
HRDC
Pearson Correlation Sig. (2-tailed) N JS Pearson Correlation Sig. (2-tailed) N GC Pearson Correlation Sig. (2-tailed) N HRDM Pearson Correlation Sig. (2-tailed) N OC Pearson Correlation Sig. (2-tailed)
71 .763** .000
**. Correlation is significant at the 0.01 level (2-tailed). Table 4: Results of Regression Model of HRDC on JS Model Summary Mode l 1 R R Squar e .618 Adjusted R Square .612 Std. Error of the Estimate .33612 R Square Change .618 Change Statistics F Chang df1 df2 e 111.56 1 69 7
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